The body of the employment interview begins the moment the interviewer asks the first question about the individual's background or begins to describe the position. In either case, it is the signal that the serious business of interview is commencing and that the friendly chitchat is over. In most interviews this change is quite obvious and is frequently more abrupt than one would expect. The employer immediately assumes a more resolute tone. With a lowered voice and fewer smiles, the interviewer's body becomes more rigid. The candidate also becomes stiff and is suddenly more serious. In short, both parties intuitively recognize that the game has begun.
Because the employer begins the interview, he or she is initially in charge. But that advantage may be short lived unless the interviewer is careful. In order to get all of the information needed, the interviewer must be careful not to inadvertently turn control of the interview over to the candidate. This can and often does happen in the first few minutes, and it usually occurs because the interviewer asks broad, spontaneous questions that allow the applicant to take the conversation in any direction.
The most effective interviews, from an employer perspective, are deductive or funnel shaped. That is, they start with general questions that are followed up with more specific targeted questions, called probes, that gain the employer needed additional information. But, such carefully structured employment interviews are rare. The interview that you can expect to take part in will be much more random. In fact, some of the questions will probably not seem to make much sense. (While being interviewed for a job, I was once asked by the chief engineer of a corporation if I liked classical music.)
But even if the questions seem directionless, there is a thought and intention behind them. It has been my experience that practically no one ever asks an employment interview question without some clear motive. And, if the interviewer is competent, he or she will seek as much factual material as possible from the applicant. Unfortunately for most companies, but fortunately for you, the average interviewer seems to get confused on this point; that is, an interviewer sometimes treats inferences and opinions as facts. For example, the question, "Have you ever been fired from a job?" asks for a factual response. If, the candidate answers that he or she always likes to leave jobs voluntarily, the inference is, that the candidate has never been fired. And if the applicant says that he or she thinks being fired from a job is a disgrace that is simply offering an opinion. Yet, most interviewers will accept either answer as fact. The point is that the interviewer has satisfied a motive.
The candidate also has motives, of course, and they are seldom the same as the employer's. If the employer wants information of one sort or another, the candidate's motive is to create a favorable impression. As a rule, the applicant will try to second-guess the interviewer. Occasionally, the individual will even control the direction of the questioning by offering information that suggests other questions to the employer. Second-guessing of any sort, of course, is a dangerous game to play. Although some interviewers are more transparent than others, there is no way that you can ever be sure that you are on the right track and that you really know what is going on in the interviewer's mind. Nevertheless, it is a natural response and a common phenomenon in the give and take of the employment interview.
So, the interview progresses with the interviewer probing and the applicant second-guessing until the time is up or the employer runs out of questions.
The Conclusion
The standard end to the employment interview is for the interviewer to indicate that he has no further questions. Sometimes the interviewer will ask the candidate if he or she has any questions.
But that statement is often nothing more than a polite way to finish the interview. Some interviewers do not really want questions and are surprised when they are posed. I can speak from direct experience. Every time I have used that approach I have been startled, even annoyed, if the candidate takes me up on my question. For one thing, it implies that I have not been complete or clear in providing important information. Also, it prolongs the interview past a point that satisfies me.
I can also testify from experience that nine out of ten candidates have no questions. I am not sure why that is the case but the vast majority of applicants seemed content to just say goodbye. Maybe they are so worn out that the only thing they want is to be out of the room. Or perhaps it is a question of not being able to think of anything important at the time. Whatever it is, the typical candidate will thank the interviewer and depart.
Occasionally, the interviewer will end the interview with a statement indicating that he or she will contact the candidate within a certain timeframe. More often, however, the interviewer will just indicate that he will "be in touch" with the candidate when the employer arrives at a decision. This, of course, is of little comfort to the candidate. But it is a convenient way to leave the prospective employee some room for hope while at the same time it does not commit the employer to any position.
The Aftermath of The Interview
From an informational point of view, the net result of all of this effort is usually less than perfect. As often as not, the employer comes away with an inaccurate picture of the prospect, and the candidate leaves somewhat confused and wondering how well he or she did.
From a psychological perspective, the typical employment interview can be exhausting for both parties. The game of cat and mouse strains even the most expert participants as they seek or withhold information, trade strategies and tactics, and struggle for control. Even a superficial look at nearly any employment interview will demonstrate that it has taken a considerable toll.
It is normal for the candidate to feel the greatest impact because he or she has been under cross examination. An overall letdown feeling is common, with the applicant wishing he or she had or had not done this or that. But the interviewer frequently feels the effect of the pressure as well because he or she has had to anticipate answers, make up spur-of-the-moment probes, and make sense out of a situation that is filled with confusion.
Obviously, some interviews do not follow a pattern and some interviews result in a much clearer picture than is indicated here. They are the exception rather than the rule.
You can minimize the negative impact of an employment interview on yourself as a candidate. But no matter how well prepared you are, the employment interview will generally seem a confusing, tiring experience that seems best from a distance.
